Project Implementation

Ankit Khare
XIDAS
 Introduction

 Implementation is an application, execution of an

idea, plan, model, specification, design, standard,
policy and algorithm. Project Implementation
process may be effective if some very important
factors are kept in mind that are urgent in a project
management system.
 Implementation of a project is the step where all the
proper planned activities are put into action. Before
starting the implementation of a project, the
implementers must identify his weaknesses and
strength.
 The customer's needs from the product of the
project must be defined, and the project scope
should be clearly known. Keep a record of when the
project implementation process starts and finishes.
 The main thing to do before the implementation of a
project is to predetermine and discuss the project
budget and the estimated time, and the
manpower required to finish the project.
 A project implementation plan will normally consist of a project
technical plan and a project resource plan. The project technical
plan is produced at the beginning of the project and shows the
products required and the corresponding schedule of major activities
that will occur throughout the project. This is produced in conjunction
with a project resource plan, which details the resources required.
 Quality policy, where it is applied, is the documented standard for
the application of quality assurance and quality control
procedures to the running of projects within an organization. The
terms of reference provide a definition of the objectives for a project,
including any relevant background information.
 Initiating the project

 The purpose of Project Initiation is to begin to define the overall

parameters of a project and establish the appropriate project
management and quality environment required to complete the project.
 Successful projects begin with a detailed project definition that is
understood and accepted by Stakeholders. Putting everything down in
writing helps ensure a commitment among project team members and
between the team and the Stakeholders.
 Sponsorship of the project must be confirmed or gained during Project
Initiation. Having a Project Sponsor, and securing approval early in
the project management lifecycle, helps to ensure a commitment to the
project.
 The Project Initiation Phase
 A carefully structured project initiation phase should ensure that the project is
clearly defined and specified from the start. The project owner should appoint
the project manager and direct them to produce a detailed project initiation
document (PID).
 This document has various components, which together will quantify the
risks and benefits associated with the project. The project manager appointed
to produce the project initiation document will normally be retained to
manage the project.
 The precise composition of the PID will be influenced by such considerations
as management attitudes and the perceived complexity of the project. 
 Components of the PID
 The business case details the justification for undertaking, and for
continuing, a project. It is used to define the financial and other
benefits which the project is expected to deliver. It also details the
cost, timescale and other constraints within which the project is
required to operate and against which its performance will be
evaluated.
 A project does not normally exist in isolation. There are various
relationships and areas of common interests with other projects, or
other activities in the same department, organization, or even
externally. The project boundary must therefore be defined in a way
which makes it clear how related projects interact, and where the
output from one project forms the input to another project, or related
area of work
 As part of Project Initiation documents , an initial Project Plan is
developed, which comprises the Project Charter, Cost/Scope/Schedule/
Quality (CSSQ) documents, and preliminary risk identification list. These
documents, once approved, ensure a consistent understanding of the
project, help to set expectations, and identify resources necessary to move
the project to the next level of detailed planning. Potential problems are
identified so that they can be addressed early in the project.
 Also during Project Initiation, a high-level Project Schedule is developed
as the roadmap to more detailed Project Planning and Project Execution
and Control. This high-level schedule will be refined over time, and will
serve as the primary source of information regarding project status and
progress. An accurate, realistic, and complete schedule, rigorously
maintained, is essential to the success of a project.
 Specifying and Scheduling of work

 A Project Schedule is a calendar-based representation of work that will be

accomplished during a project.
 Developing a schedule means determining the start and end dates for all
tasks required to produce the project’s product, and the project
management deliverables.
 A Work Breakdown Structure (WBS) is a very useful work product that a
Project Manager should create to facilitate development of a Project
Schedule.
 A WBS is a graphical representation of the hierarchy of project
deliverables and their associated tasks. WBS is deliverable-based, and
written in business terms. All tasks depicted are those focused on
completion of deliverables. There are no dates or effort estimates in a
WBS.
.
 The first hierarchical level of a WBS usually contains the phases that
are specific to the lifecycle of the project being performed. (For
example, the first level of the WBS for a software development
project would most likely contain System Initiation, System
Requirements Analysis, System Design, etc.)
 Once the first level has been completed, it is broken down into more
detailed sub-levels, until eventually all tasks are depicted. When
defined to the appropriate level of detail, a WBS is very useful as
input to both creating and refining a Project Schedule, including
estimating required resources, level of effort, and cost.
 Using a WBS, Project Team members are better equipped to estimate
the level of effort required to complete tasks, and are able to quickly
understand how their work fits into the overall project structure
 The WBS is not static - the project manager should work with the
project team during each project lifecycle phase to refine the WBS
and use it as input to refining the project schedule.
 Using the information from the WBS as input, the project manager
should begin to document effort estimates, roles and dependencies,
in preparation for creating a Project Schedule
 using a project management tool.
 It may also be helpful to solicit input from past Project Managers,
Project Team members and subject matter experts for insight into
past project performance, and to help uncover required activities,
dependencies,and levels of effort.
 Roles and Responsibilities

 During Project Initiation, the proposal is reviewed to

determine the roles required to staff the project. With the
help of appropriate Stakeholders, the Project Sponsor should
take the lead in identifying the names of individuals within
the Performing Organization who could fill the roles and
become project team member.
 In the selection of the project team, We have to define the
skills required to perform current tasks as well as skills for
future project tasks is needed. Immediate project needs
should be met first.
 Selection of project team
In the selection of the project team we have to consider
 Subject-relevant experience and knowledge
 Previous experience in project teams
 Other project and non-project workload that the individual is already
committed to (although this itself can be renegotiated if an over-
committed individual is an obvious addition to the project team).
 Interest in the project. If an individual perceived that s/he would gain
from being part of the project they will be more motivated to give
their best.
 Organisation –and time-management skills. Likely contribution to
team shape. Identify the preferred team role of possible project team
member in order to ensure a mix of types.
 After Project Team members have been identified,
the Project Manager should provide them with a
project orientation and review with individual team
members their current and future roles on the
project. This establishes a baseline understanding
of team members’ project responsibilities, which
will be useful for conducting performance reviews
later in the project.
 Organizing Resources

 In project management , resources are required to carry out

the project tasks. They can be people, equipment,
facilities, funding, or anything else capable of definition required
for the completion of a project activity.
 The lack of a resource will therefore be a constraint on the
completion of the project activity. Resources may be storable or
non storable Resources may be storable or non storable. Storable
resources remain available unless depleted by usage, and may be
replenished by project tasks which produce them. Non-storable
resources must be renewed for each time period, even if not utilized
in previous time periods.
 Scheduling Resources
The four major stages of the resource scheduling process are :-
 Resource Definition: It involves identifying the critical resources
that need to be planned and managed for the successful completion
of the project.
 Resource Allocation: In a multi-project environment as projects
are competing for scarce resources, resource allocation addresses
the problem of the optimum use and timing of the assignment of
these resources to the various project activities. 
 Resource Aggregation: Resource aggregation involves
determining the aggregate resources that will be needed, period by
period, to complete all project activities.
  Resource Leveling. In this stage, attempts are made to ensure that
the demand for resources does not exceed availability. Specifically,
demand for resources is smoothed to ensure that the peaks and
valleys are reduced.
 Project Kick-off Meeting
 The Project Kick-off Meeting is the event that formally marks the
beginning of the project. It is most likely the first opportunity for
the Project Sponsor to assemble the entire Project Team to
discuss his/her vision of the project, demonstrate support, and
advocate project success.
 Project Team members are introduced to each other and given the
opportunity to discuss their areas of expertise and how they will
contribute to the project.
 The PID is presented by the Project Manager and discussed in an
open forum, to foster a mutual understanding of and enthusiasm
for the project.
 At the conclusion of the meeting, Project Team members will
understand their “next steps,” and will leave the meeting ready and
excited to begin work.
Establishing control systems

 The use of formal organizational processes

throughout the project activities phase should ensure
that the project is properly managed and controlled.
The control framework required to enable the project
owner to monitor progress and exercise control
should be detailed at project initiation. The project
owner should relate a high level summary of the
information they receive to the project sponsor, to
keep them informed of progress.
 Project Control- Owners Duties.

 Upon receipt of the project initiation document, the project owner

should ensure that it is checked against the business objectives and
the project boundary - as defined by the project sponsor.
 The project owner will need to review and approve the project
plans. At this time the plans will need to contain detailed
information relating to the first recognized stage of the project,
including plans for those sub-projects that reside in the first stage.
 In addition to appointing the overall project manager the project
owner should appoint the sub-project managers required to
deliver the first agreed stage. The resources required should be
agreed by the project owner, in consultation with the project and
sub-project managers
 The project owner should monitor the project against its business case
and ensure that it remains viable. The business case details the
commercial or business benefits justification for the project.
 The project owner should review and approve forthcoming sub-project
plans as the project progresses. This also applies to any remedial plans
that may be produced to address a project that is going seriously off-
course.
 It is quite common for sufficient information to produce sub-project
plans only to become available immediately prior to the intended start
point of the sub-project.
 Through regular communication with the project managers, the project
owner should satisfy themselves that the agreed project management
approach is followed - that is, that the structures and control framework
put in place are being adhered to.
 Some Important Tips

 The project should have people who are dedicated more to

create the situations of the successful project implementation.
 Before the project implementation process starts, ensure you have
all factors of project process written or recorded on paper. This
will make the project implementation process easier to manage,
and they can be of used for the projects that are the same as the
current project.
 Project monitoring is also an important thing to make sure that
activities are implemented as per planned. This assists the project
implementers to check how well they are getting their objectives.